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© Copyright 2000 Rogers Media. The following article first appeared in the June 2001 edition of
BENEFITS CANADA magazine.
The 4th Annual Communications Awards
Recognizing the industry's best benefits and pension plan communications. Presented by BENEFITS
CANADA and the Canadian Pension and Benefits Institute.
By Andrea Davis, Kathryn Dorrell and Celia Milne
Again this year we are partnering with the Canadian Pension and Benefits Institute (CPBI) to present the
best in Canadian benefits and pension plan communications. Communications is one of the most important
elements in a successful benefits and pension plan. Our award winners have clearly excelled in this area
and their work, which is highlighted on the following pages, serves as a benchmark for other plan sponsors.
Our winners' work will be showcased at the CPBI's Annual National Conference, held in Montreal from June 19
to 22. Each winner is presented with a commemorative plaque at the President's Night dinner during the
conference. Winners also receive two nights' accommodation during the conference and a free conference
registration package.
In each category, entries were judged for their creativity in graphic design, clarity in writing, the
effectiveness of the communications program and overall achievement in meeting intended goals.
Our diverse line-up of judges this year includes Louis-Joseph Régimbal, executive director, CPBI and
Ted Patterson, director, Centre for Employee Benefits, Humber College, who both represent the educational
arm of the industry. Tom Wallis, communications and marketing officer with the City of Hamilton's
communications department judges the awards from a plan sponsor and communications specialist perspective.
Debbie Lee, senior client representative with Masterfile, is our judge from the plan member community.
Margaret Nearing, associate editor, Marketing Magazine, and Robin Kalbfleisch, editor, Canadian Healthcare
Manager represent the marketing and publishing industries.
Once again, we will award the Excellence in Communications Prize at the awards presentation in Montreal on
June 21. This prize goes to the entry with the highest score in the entire competition.
Here are this year's winners.
Overall integrated strategy WINNER
BCE
BCE ADOPTED THE OLD ADAGE OF killing two birds with one stone when it introduced a new flex benefits
program for its 30,000 employees last year. The company designed an intensive communications strategy that
not only provided employees with their plan options, but also encouraged them to become Internet savvy by
conducting the enrolment online.
"BCE wanted to support its goal of becoming an Internet company," explains Celine Vaillancourt, a
consultant with William M. Mercer Ltd. in Montreal, who worked with the company on its communications
program. "The message was 'you are responsible for your benefits but we'll give you the tools you need [to
manage them].' "
The main communications vehicles in BCE's strategy were its enrolment posters, a kit and brochure, a teaser
e-mail campaign and a Web site. In keeping with its goals, the brochure provides employees with an outline
of their plan and directs them to the Web site for complete details and registration. The employee
population was divided into four groups, and each one was assigned an enrolment deadline. A contest--which
included computers and free Internet access at home as prizes--acted as an extra incentive for online
enrolment.
While Mercer designed the communications strategy, Morneau Sobeco was responsible for the creation of the
Web site for online enrolment and plan administration. Last year, BCE won a benefits canada/CPBI
communications award in the online category for its Web site.
BCE wanted to ensure its campaign was successful because there was a considerable amount of suspicion over
the introduction of the flex plan, says Vaillancourt. She adds that members were concerned that they might
receive less benefits coverage. In addition to overcoming negative perceptions, the company faced the
challenge of distributing its printed materials to 27,600 employees in 253 cities across Canada.
"BCE wanted a strong and reassuring image as there had been so much change at the company," says
Vaillancourt. The main graphic on the written material is a group of people, which BCE chose to illustrate
a team concept and the fact that flex benefits allow employees to meet their individual needs. BCE also
incorporated its logo in the 'flex' wording on the brochure and Web site to emphasize that the company was
embracing this concept.
The communications strategy extended beyond employees to all the company's supervisors. Materials were
created to help managers answer any questions about the plan. "BCE really wanted them [management] to walk
the talk and know the benefits program," says Vaillancourt. Supervisors also encouraged employees to
compete with the enrolment rates of previous groups.
Overall, the strategy was a success. "The momentum and excitement we created made the whole campaign.
People were excited and asking, 'when is it my turn to enrol?'" says Isabelle Emond, BCE's benefits
communications project leader. "Employees really felt it was a well-balanced communications strategy."
BCE's enrolment rate speaks to the effectiveness of its communications strategy. Vaillancourt says the
company told her that it would be "very, very pleased" with a 75% enrolment rate and "ecstatic" if 85% of
employees signed up online. The results exceeded even these high expectations. "They received a 95%
enrolment rate," says Vaillancourt, "and when employees such as those soon to retire were taken into
consideration it was actually 99%."
FINE POINTS
IMPETUS: The introduction of a flex benefits plan that required enrolling 30,000 employees online.
CHALLENGE: Designing a multimedia campaign that would ensure that all plan members (who had various
levels of experience with technology) would enrol online.
OUTCOME: Over 99% of all active plan members enrolled online by their set deadline.
JUDGE SAYS: "A very comprehensive approach. Outstanding work and well thought out process."
-- Kathryn Dorrell
binder/booklet WINNER
Weyerhaeuser Canada
WEYERHAEUSER CANADA HAD Adaunting task on its hands when it introduced a completely new flexible benefits
and pension plan to its non-unionized employees across Canada last January. Because both plans required
employees to make choices, the international forestry company realized that clearly communicating
information and options to plan members was crucial to the success of its efforts.
Weyerhaeuser's award-winning booklet is part of an intensive communications strategy that included
presentations to employees throughout Canada and a series of newsletters announcing the changes. Chris
Cvik, pension and benefits coordinator with Weyerhaeuser in Vancouver, sums up the project as "an
incredible undertaking."
Cvik says the company chose to design an extensive benefits and pension booklet for several reasons. First,
Weyerhaeuser has an older workforce that is accustomed to written materials as opposed to reading
information online. Second, he says employees' families are active participants in the company's benefits
and pension programs. In fact, Cvik says spouses tend to read the information more thoroughly than the
actual employees. Considerable effort was put into the booklet as it acts as a portable reference guide
that plan members can take home and review with their families.
The final product was a group effort. Paulette Jubinville, a consultant with Watson Wyatt in Montreal who
worked with Weyerhaeuser on the project, says a benefits committee, which included employees, was
established to devise the communications strategy and the booklet. "They [the company] really went all out
to make sure it was a successful project," she adds. Weyerhaeuser produced a full-colour English version
and a black and white French booklet for its 100 French-speaking employees.
The result is a dense, yet highly readable booklet billed as a program guide. The guide is called
Advantages--Benefits to Suit Your Lifestyle and its colourful cover features fun photographs of families.
"The graphics have a strong and diverse focus on different families," explains Jubinville. "We wanted to be
inclusive and respectful of all family types."
The guide does an excellent job of presenting a wealth of information in an easily digestible format. It
features tabs, which allow plan members to quickly find information. In addition, the guide is full of
sidebars and charts that cover issues, from tax implications to lifestyle considerations, that influence
plan members' choices.
The approach to benefits and pensions is a welcome departure from staid materials that can easily lose plan
members' interest. "There is a lightness of tone and humour that is incredibly bold that most companies are
not comfortable with," observes Jubinville. "Employees said it was fun to read, which is unusual for a
benefits booklet." Cvik adds that the feedback from employees has been positive.
Once the job of compiling the guide was complete, Cvik says the next challenge--distribution of the
material--began. The guide had to be distributed to 3,600 employees in many locations across Canada before
electronic enrolment took place. Cvik explains that this entailed identifying contact points in all of
Weyerhaeuser's locations and ensuring that those individuals could distribute the booklet to employees--a
task that this plan sponsor also managed with aplomb.
FINE POINTS
IMPETUS: The introduction of a new flexible benefits plan and a flexible pension plan to the
company's 3,600 non-unionized employees.
CHALLENGE: Communicating a wealth of benefits and pension information and the choices available to
employees in a thorough yet concise manner. The material also had to reach employees in all corners of
Canada.
OUTCOME: The communications strategy is considered a success. Weyerhaeuser has received positive
feedback from plan members on its booklet and it is currently completing an employee evaluation on its
program.
JUDGE SAYS: "Great job of communicating an enormous amount of complex information clearly and
effectively."
-- Kathryn Dorrell
online WINNER
Bell Canada
WHAT DO BELL CANADA EMPLOYEES get besides a salary? Well, if they were ever fuzzy on the details of their
compensation package, they won't be any longer. It's all online, and crystal clear.
Bell Canada's move last year to electronic total compensation statements for its 30,000 employees
represents a shift that is in line with the company's focus on Internet solutions. "I think it's a big step
forward in our Web world," says Johanne Plouffe, section manager for support and communication in Bell
Canada's Montreal office, and a leader in the winning team.
The most important goal of the project was to better enhance employee understanding of total compensation.
It was also crucial that this new initiative be done right in the first year, when it would have the most
impact. The basic information was not new, but there was more depth to it, and it needed a welcoming tone.
"We redesigned and re-explained the data, and made it feel friendlier," says Leslie Dutton, communications
practice leader at Hewitt Associates in Toronto, the consultant on the project. "With any good
communication, the writing and creative design go hand in hand."
Bell employees needed to be assured that their information was safe and confidential, and only accessible
by using their password. "Once we educated them that security was set very high, people were comfortable
with it," says Plouffe.
When employees log on, they click between sections on salary, achievement and incentive plans, Bell and
government benefits and pension statements.
One of the beauties of an online tool is that it can grow fuller in subsequent years, without having to
start from scratch. "Once it's done you just update it," says Plouffe. "We save a lot of money now and in
the future."
An online survey shows that 90% of responding employees agree that they understand their total compensation
better now that it is online.
FINE POINTS
IMPETUS:The desire to switch from paper to electronic total compensation statements for the first
time. It was critical that statements be understandable for Bell's 30,000 employees, and that costs be kept
under control.
CHALLENGE: While it was important for Bell to align employee focus with customer focus on Internet
solutions, it was also a big change for employees. They needed to be reassured that online statements were
user friendly, and especially that their confidential information was secure.
OUTCOME: 90% of responding employees agreed that they understood their total compensation better now
that it was online. Another benefit was that Bell saved money on printing and paper not only in the first
year, but also in subsequent years.
JUDGE SAYS: "Extremely easy to use and well-structured. Excellent descriptions and definitions.
Great overall presentation."
-- Celia Milne
newsletter WINNER
United Church of Canada
ALAYNA WILSON DESCRIBES THE time she came up with the title for the United Church of Canada's health
benefits newsletter as a "eureka moment."
The Church's group insurance advisory committee had come to Wilson--the communication coordinator with the
Church's department of pensions and group insurance--with the idea of creating a benefits newsletter for
employees. The objective was to motivate plan members to become educated consumers so that they would help
the organization keep plan costs as low as possible.
The group insurance advisory committee wanted two components to the newsletter. It wanted to address the
cost experience of the plan--what the plan takes in in premiums, what it pays out in benefits. The second
part of the newsletter had to be educational--either how to maintain good health or how to become
healthier. The hope was that the newsletter--through education--would help lower plan costs.
"Essentially what's good for the plan member would be good for the plan," says Wilson, The end result was
Well*Aware, this year's winner in the newsletter category. "I had a wonderful eureka moment when I
came up with the name Well*Aware because to me that says everything," says Wilson. "The 'Well' part
of it addresses the health side and the 'Aware' part of it meaning education."
Once she came up with the newsletter's title, Wilson worked with consultants at Krieger & Associates to
develop the logo, design and content. "Recognizing the nature of the audience was our biggest challenge,"
says David Krieger, president, Krieger & Associates in Toronto. "This is a group of highly engaged
individuals. While the textual messages were very assertive and blunt at times, the design had to be upbeat
and positive. It had to be high quality and readable but couldn't look expensive."
The Church's benefits plan covers 4,000 active members and 2,000 retirees. "We have a unique employee group
here in that our employees are as concerned about employer costs as they are about employee costs," says
Wilson.
Wilson's biggest challenge with Well*Aware was finding the time to squeeze it in to an already
packed day. "It was something new for me and I wasn't giving up any other part of my job so it was
something that had to be worked in," she says. The process was made easier, though, because she didn't have
to convince anyone of the newsletter's merits. "It was an idea that came from the Church. They said 'we
want this' so I didn't have to sell the idea."
Plan members have welcomed the newsletter. They have told Wilson they like the newsletter's design and
message. "The last issue I did on healthy weights and diet, I got a whole bunch of phone calls from people
saying they had stuck it on their fridges," says Wilson. "That's gratifying."
In years past, Wilson says she would receive a number of calls from angry plan members about premium rate
increases. Since the launch of Well*Aware, the number of irate callers has dropped significantly.
"Our plan members are a very educated group. They'll speak out on a topic if they feel something should be
said," she says. "I can take the time to do the explaining in the newsletter and now our irate calls are
almost non-existent."
And while it's too soon to tell if the newsletter has had a significant impact on plan costs, there has
been improvement in the financial performance of the benefits plan for the active members.
"The active plan went a bit into the black last year," notes Wilson. "I think it's too soon to directly
relate [cost-savings] to the newsletter but when we got the cost experience last July, it had gone from the
red to the black."
FINE POINTS
IMPETUS: Motivate plan members to become educated consumers so they keep plan costs as low as
possible.
CHALLENGE: Making time for the project.
OUTCOME: Positive feedback from a vocal group of plan members, as well as lower plan costs.
COST: $1 per issue for first four-page edition; cost has since dropped to 50¢ per issue.
JUDGE SAYS: "Design is well thought out, using logos and photos to reflect spiritual metaphors and
to reinforce relationship to articles."
--Andrea Davis
other WINNER
University of Ottawa
THE SKY IS FALLING! THE SKY IS falling! Even an important message, if delivered ineffectively, will be
ignored. So how could the University of Ottawa tell its busy, far-flung employees--many of whom are more
conversant in the academic minutae of their fields than in the details of their benefits package--that
'Your carrier is changing!'
"We needed a quick, effective, simple and not too expensive way to reach employees spread across several
campuses," says Louise Pagé-Valin, assistant vice rector, labour relations, and director of human
resources at the University of Ottawa.
What Pagé-Valin, in cooperation with consultant Matthew Pavelich from William M. Mercer Ltd.'s Ottawa
office, came up with was a fold-n-post design that would vividly alert employees of the coming change and
encourage them to visit the organization's Web site for more information. Indeed, after the fold-n-post was
distributed, Pagé-Valin noticed an explosion of hits on the site, which meant it was doing its job.
The piece itself is very simple: folded, it shows a streamlined graphic of an unfolded umbrella with the
words 'Coming soon . . . A new insurer for your group benefits as of May 1, 2000.' Once unfolded, it shows
three stylized people under an open umbrella, and explains, in very plain language, the changes taking
place. The graphics, in burgundy and blue, are now used on all benefits information and on the Web site.
"It is meant to entice, to intrigue, to entertain and to be different. I think it's kind of fun," says
Pavelich.
University of Ottawa had not changed carriers since 1989, and the only major benefits news since then had
been to establish direct payment cards in the late 1990s. It was important, therefore, to alert employees
to the new carrier and to make sure they realized that their old cards were no longer active.
A few weeks before the change--from Clarica to Manulife Financial--the human resources department hit all
employees with a cheerful, straightforward message. "In our commitment to meeting your needs, we have
ensured, through reference checks, evaluation meetings and expressed expectations, that Manulife will
provide a level of service second to none," the fold-n-post reassures.
The University wanted employees to know that the change was carefully considered. There were to be changes
in procedures, not benefits. The message had to be clear, and had to span 1,200 English-speaking and 1,500
French- speaking employees, including academic staff, support staff and part-time professors.
One of the distinct challenges at a university campus is that not everyone works in an office. The fact
that this message went out in the spring meant some professors were beginning to move into their summer
activities, so the piece was mailed to their homes.
"Sometimes, in this complicated world that we live in, a simple solution can really work," says Pavelich.
"This is so simple, yet it is beautiful and effective."
"We wanted it to be visually interesting and different, not the normal memorandum," agrees Pagé-Valin.
The fold-n-post was handy because it could fit into an envelope and be mailed. Once received, it could be
either propped up on a desk or hung as a poster. "This reminded others of the change and completed the
circle," she adds.
One of the messages in the piece is that the benefits plan is a strong offering of the university--an
important part of the employment deal. Pavelich, for his part, was thrilled that the design received kudos.
"I'm a University of Ottawa graduate so I'm especially proud!"
FINE POINTS
IMPETUS: The university needed an effective, simple and not-too-expensive way to let employees know
that it was changing insurance carriers.
CHALLENGE: Employees, some of whom speak French and some of whom speak English, are spread over
several campuses.
OUTCOME: The fold-n-post supplied enough information that employees would await further news and be
reassured that they could seek what they needed from the Web site.
JUDGE SAYS: "An innovative, colourful and cost-effective way to flag employees on coming changes. An
information brochure, mailer and poster all in one."
-- Celia Milne
software WINNER
NCR Canada
NCR CANADA COULD EASILY BEdescribed as a flexible benefits pioneer. The high-tech company, with offices in
Toronto and a manufacturing plant in Waterloo, Ont., has offered flex benefits to its 1,800 employees for
10 years. It first introduced a flex calculator that enabled plan members to re-enrol in the plan five
years ago.
"We got a lot of complaints from our engineers saying the pen and paper [method of re-enrolment] just
didn't cut it," recalls Lisa Rutherford, compensation and benefits manager for NCR Waterloo.
The challenge for this year's winner in the software category was to put a fresh spin on a tool that plan
members were comfortable with already. It accomplished its goal by adding a history feature to its flex
calculator so that plan members can view their flex benefits options from the previous year prior to
re-enrolling in the plan.
"When employees at home or at work, or wherever they are, load the software, they go in with a password and
see what their current enrolment options are. Before they couldn't do that because it used to be on paper,"
says Ken Stewart, manager, compensation and benefits, human resources, with NCR Canada in Mississauga, Ont.
Plan members are given a three-week period annually to re-enrol in the plan. If they don't re-enrol, their
benefits choices from the previous year are simply carried over to the following year. The flex calculator,
developed by Krieger & Associates, has cut the data error rate from 60% to less than 1%.
"Errors occur when employees fill it in on paper and when the insurer keys in the data manually," says
MacLeod Nichols, systems team leader with Krieger & Associates in Toronto. "With the electronic upload,
we provide an electronic data file to the insurer and it's loaded up to its computer system. This gets rid
of errors at both ends."
Another challenge for NCR, says Rutherford, was that not all employees have easy access to computers or are
comfortable using software. For example, the company's manufacturing facility in Waterloo employs 700
people.
"About one-third of our employees here are in manufacturing and they're not as comfortable using online
software," she says. To combat the problem, NCR set up kiosks at its manufacturing plant and asked
representatives from its insurance provider to come in and walk employees through the re-enrolment. "They
still do it electronically but they have someone there helping them," adds Rutherford.
NCR's flex calculator is bolstered by a strong, clean look. In addition, the software includes a life
insurance component that enables plan members to calculate how much life insurance they need. Stewart says
this feature has cut down on plan member queries about life insurance.
"Employees come to us sometimes and say 'how much life insurance do I really need?' As a company, we're
interested in that employee, but we're not necessarily interested in knowing everything they owe money on
to cover their insurance," he says. "So we incorporated a tool in the software where they can enter their
outstanding debts and it will suggest what the insurance level should be for that particular situation."
NCR will certainly have its communications work cut out for it in the years ahead. A technologically savvy
workforce puts pressure on the company to stay ahead of the technology curve. "People expect that level of
technology from us," says Rutherford. "[Plan members] don't say, 'Wow, what a great tool.' It's more like,
'well, of course.' "
FINE POINTS
IMPETUS: To enable plan members to re-enrol in their flex benefits plan more quickly and accurately.
CHALLENGE: Breathing new life into an old tool.
OUTCOME: Error rate reduced to less than 1%.
COST: Less than $40,000.
JUDGE SAYS: "Very easy to use and highly efficient. Provides information in a clear manner, enabling
user to choose benefits options."
--Andrea Davis
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